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Your personal reference number is 4893 SvTEv k9ofa xcgYayzL lVQLTP As soon as we processed your request, we will contact you again. Dear {NAME}, Thank you for registering at the City-Data Forum. Before we can activate your account one last step must be taken to complete your registration. Please note - you must complete this last step to become a registered member. You will only need to visit this URL once to activate your account. To complete your registration, please visit this URL: America Online Users Please Visit Here to be Activated **** Does The Above URL Not Work? **** If the above URL does not work, please use your Web browser to go to: Please be sure not to add extra spaces. You will need to type in your username and activation number on the page that appears when you visit the URL. Your Username is: Ce7g4o5B8aAdA6ORTjmx3F0V5 Your Activation ID is: kxUomZ0v9BYKHwllgXijnjEsc If you are still having problems signing up please contact a member of our support staff at All the best, City-Data Forum Itâs good to be a robot entrepreneur. Being all logic and no emotions, you can make hard decisions with ease. You hire the right people based on the correct metrics. You make difficult calls with the deftness of Occamâs Razor. You fire poor performers without any emotional baggage. Youâre a machine. You may wish you could rely solely on logic, but that is only half of what you need to be a good founder. Startup culture places immense value in our logical thought process. I do too. But without incorporating both sides of your brain in your decision-making (slow logic and fast intuition), you risk being swept down the river when the dam of startup stress bursts. While I was the CEO of Cheezburger, I found a competitor who was growing faster than us. I had developed a healthy way of dealing with competitors (watch, learn, ignore), but this competitor had arrived so out of the blue, I felt panicked. A couple of days later, I pushed the âemergency buttonâ on my company, ratcheting up launch schedules, cancelling vacations, authorizing unsustainable spending and hiring. The threat of an existential competitor drove me to make decisions from a position of fear. That blinded me from seeing the degree of pressure and risks I was applying to my company. At the time, I felt like I was making good logical decisions, admittedly under duress. Pushing my team felt like leadership, but the truth was far from it. The threat never materialized, but the harm I did to the quality of our product, morale, and my credibility was deep. But, as I held down the emergency button, I remember a pestering voice in the back of my head saying: âYouâre creating a false crisis. This does not feel right.â My intuition was right. My fears made it easier for my logic to override my instinct. How could I have handled this situation differently? I should have leaned into the most influential tool in my decision-making toolbox: my gut feelings (or call it intuition, or emotion, or sixth-sense). Ignoring your intuition is like ignoring half the job of being a decision-maker. It is time that we dispel the myth that your âgut feelingâ or that âhunchâ is something other than the work of the brain. I cannot count the number of times founders have told me about the terrible hire they made despite their intuition or the deal they signed âthat wanted to make them hurl.â In this culture, weâre so programmed to follow the logical part of our thought process that weâre willing to ignore the billions of years of neurological evolution before the arrival of the prefrontal cortex. Welcome to lTlY3lTCx1! It?s great to have you. 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